APPENDIX D
Setting the Standard Member Roles & Responsibilities in Craven
A Member ethical governance programme is part of creating a culture of confidence in
the way the Council conducts its business and developing a level of trust between
members and employees.
Craven District Council has identified improving ethical governance as a priority. As part
of a drive to improve and embed ethical governance, it is committed to adopting
recognised good practice, such as providing training for Councillors and staff.
The Council is in the process of putting in place a training framework to “set the
standard” by enabling Councillors to have access to skills and knowledge to equip them
to make the best possible decisions.
In addition to the training, the Council is taking on board national good practice which
includes clarifying the roles and responsibilities that all Councillors need to do their job
transparently and diligently in an ever changing and sometimes challenging
environment.
The role descriptions and skills and knowledge framework will help to embed ethical
governance and contribute to making Craven residents confident that their elected
members are making the best decisions on matters which affect their lives.
Why is ethical governance important?
Members are elected and therefore have a democratic legitimacy. They represent the
people of their communities including those who didn’t vote for them.
Ethical governance refers to the processes, procedures, culture and values which
ensure high standards of conduct. Stated values are the principles that underpin the
way Members and officers interact, behaviour is the way they conduct themselves and
act out those values as part of their day to day roles.
Much of ethical governance is taken for granted as part of the day to day work and
often will only be questioned when problems arise. A strong approach to ethical
governance that is well understood and embedded in how the Council does its business
will guard against damaging public and staff confidence.
Roles and Responsibilities/ Profiles
The following profiles set out the roles and responsibilities for all Members, as well as
the skills and knowledge needed to carry them out. The Ward Member profile is the
overall blueprint. Special roles such as Leader or Lead Member have the same basic
role but their additional responsibilities require more in depth skills and knowledge.
Being a Member can be both rewarding and enriching, but it is no easy task, which is
why it is so important to have support to conduct the role and responsibilities effectively
and transparently, through skills, knowledge and practical experience.
Understanding the profiles, ethical governance training, induction for new Members, a
commitment to acting on the adopted values and local principles, and maximising the
opportunities through regularly attending available training, will help to embed a culture
of ethical governance and contribute to setting the standard in Craven.
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APPENDIX D
Member Profile
Roles and Responsibilities
Leadership at Ward Level
Localism
 To lead and champion the interests of the
local community and effectively represent
the interests of the Ward and its
constituents.
 To participate constructively in the good
governance of the area.
 To meet and liaise regularly with local
interested parties and involve and consult
them on key Council decisions.
 To support and promote citizenship locally
and empower the community to participate
in the governance of the area.
 To undertake case work for constituents
and act as an advocate in resolving
concerns or grievances.
 To use influence as an elected
representative to develop links between
groups and communities in the Ward and
local area.
 To lead on the delivery of priorities within
the Council Plan.
 To forge local partnerships to ensure
resources are used to meet the needs of
the area.
 To communicate with local people and
answer enquiries:
 about decisions that affect them
 about opportunities in the community
 regarding the rights of constituents within
Craven
 as to why decisions are taken
Representation
Other
 To inform the debate at Full Council
meetings and contribute to the effectiveness
of the Council meeting as the focus of
visible leadership.
 Regular attendance at meetings of the
Council, and of any Committee, SubCommittee and Working Groups; essential
to policy making, scrutiny and decisionmaking.
 To contribute to the formation and scrutiny
of the Authority’s policies, budget, strategies
and service delivery.
 To contribute to the scrutiny of decision
making and review of the policies and
services of the Council.
 To represent the authority to the community
and the community to the Council.
 To develop and maintain a knowledge of the
Council and develop working relationships
with its officers.
 To participate in the activities of any political
group of which the Member is a member.
 To represent the Council on outside bodies
and to participate effectively in the
appointed role and where appropriate, to
represent those bodies within Craven.
 To be able to balance these
responsibilities with any others such as
being a Parish or County Councillor is
critical to demonstrating commitment to
the District.
 To abide by the Seven Principles adopted
by the Council as set out in the Local Code
of Governance.
 To fulfil the legal (in accordance with the
Council Code of Conduct for Councillors)
and local requirements placed on an
elected member
 To act upon the Values adopted by the
Council as set out ‘Our Values’.
 To be responsible for personal
development and undergo appropriate
development and continuous improvement
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APPENDIX D
for any role undertaken.
Member Core Skills and Knowledge
The following tables show the key skills and knowledge needed by all Members. Many
Members will ready have most of these, but as part of Personal Development, they are
encouraged to seek training and support, to increase and improve these to contribute to
setting high standards in Craven.
Member Core Skills
Leadership
 Able to lead and champion the interests of the local
community
Chairing
 Able to chair a range of meetings and facilitate discussion
 Able to manage casework, carry out basic administration
Organisational
 Able to use information technology using Council systems
e.g. email, accessing documents, agendas and minutes
 Able to interpret budgets and accounts
 Able to manage conflict & mediate
 Able to influence and persuade
Personal
 Able to negotiate
 Able to challenge
 Able to manage wearing different ‘hats’ e.g. Parish, District
and County – ensuring there is no conflict of interest
Teamwork & Relationship
Building
 Able to develop relationships with key officers
 Able to build effective relationships with all sections of the
community to be able to represent their needs to the Council
 Able to deal with the media, whilst being able to identify when
additional support from public relations specialists is required,
to ensure the Council is positively represented.
Communication
 Able to communicate with a range of audiences
 Active listening skills
 Presentation skills
 Public speaking
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APPENDIX D
Member Core Knowledge
Council Structure
 Knowledge of the structure, who the key contact officers are
and service procedures
Political Decision Making
 Knowledge of the political decision making structures
Rights & Responsibilities
of Elected Members
 Understanding of the Member Code of Conduct, ethics,
standards and the role of the Standards Committee
Regional & National
Policy
 Understanding of wider policies and their impact on the
Council
Council Priorities and
Key Policies
 Knowledge and understanding of the Council Priorities set out
in the Council Plan and other key Council policies
Legislative Framework
and Quasi-Judicial
Functions
 Knowledge of other legislation and policies to which Members
must adhere e.g. data protection, equality legislation, freedom
of information
 For Members who sit on quasi-judicial panels, knowledge of
legislation and policy relating to planning, licensing, and
appeals is required and an understanding of the principles
and importance of making rational decisions
Local Government
finance and audit
 Basic understanding local government finances and audit
processes
Complaints procedure
 Knowledge of the Council’s Complaints procedure
Local Code of
Governance
 Knowledge of the Council’s adopted Principles & Values
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APPENDIX D
Leader of the Council - Additional Role and Responsibilities
 To provide leadership to the Council.
 To undertake political responsibility for proposing and directing the overall strategy,
budget, and policy arrangements.
 To facilitate good communication so that people within and outside the authority are
able to contribute constructively to the decision making processes of the Council.
 To chair Policy Committee and Group Meetings, and to take responsibility for
decisions taken.
 To maintain effective liaison with the Chair of the Overview and Scrutiny Committee.
 To ensure the work of the Council is conducted in accordance with the Council’s
Constitution and with due regard for any statutory provisions set out in legislation.
 To undertake the role of community leader, building a vision for the area and leading
the Council and its partners towards that vision.
 To act as spokesperson for the authority in consultation with the Leader of other
political groups and the Chief Executive as is appropriate.
 To represent the authority, and be accountable for, discussions and negotiations with
the community and with regional, national and international organisations.
 To represent the Council and provide leadership of relevant key local partnerships.
 To work to ensure the personal development of the Council’s members is regarded
as a top priority.
 To ensure that appropriate developmental steps are taken to equip the Deputy with
the knowledge and skills to carry out the role of the Leader when called upon.
 To abide by the Seven Principles adopted by the Council and set out in the Local
Code of Governance.
 To act upon the Values set out in ‘Our Values.’
 To be responsible for personal development and undergo appropriate development
and continuous improvement for any role undertaken.
Deputy Leader of the Council - Additional Role and Responsibilities
 To assist the Leader of the Council in the formal processes and matters of leadership
of the authority specifically set out in the profile for the former.
 To work with the Leader of the Council on the budget and policy development.
 To work with the Leader to ensure that appropriate developmental steps are taken to
equip the Deputy with the knowledge and skills to carry out the role of the Leader
when called upon.
 To deputise for the Leader in his or her absence and undertake the above mentioned
duties set out in the role profile for the Leader of the Council.
 To abide by the Six Principles adopted by the Council and set out in the Local Code
of Governance.
 To act upon the Values set out in ‘Our Values.’
 To be responsible for personal development and undergo appropriate development
and continuous improvement for any role undertaken.
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APPENDIX D
Chairman of the Council - Additional Roles and Responsibilities
 To upholds/promote the purposes of the constitution and interpret it as necessary
 To preside over Council meetings having regard to Members‘ rights and community
interests
 To ensure the Council meeting is a:
 forum for debate of matters of concern to local community; and
 a place where Members hold policy committees and their Chairman to account
 To promote public involvement in the activities’ of the Council
 To be the conscious of the Council
 To represent the Council at civic and ceremonial functions
 To abide by the Six Principles adopted by the Council and set out in the Local Code
of Governance.
 To act upon the Values set out in ‘Our Values.’
 To be responsible for personal development and undergo appropriate development
and continuous improvement for any role undertaken.
Vice Chairman of the Council - Additional Roles and Responsibilities
 To support the Council Chairman and Deputise in his or her absence at Council
meetings.
 To attend briefings and also meetings of the Council.
 To abide by the Six Principles adopted by the Council and set out in the Local Code
of Governance.
 To act upon the Values set out in ‘Our Values.’
 To be responsible for personal development and undergo appropriate development
and continuous improvement for any role undertaken.
Committee Chair - Additional Role and Responsibilities
 To abide by the Six Principles adopted by the Council and set out in the Local Code
of Governance.
 To act upon the Values set out in ‘Our Values.’
 To be responsible for personal development and undergo appropriate development
and continuous improvement for any role undertaken.
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APPENDIX D
Lead Member - Additional Role and Responsibilities
 To have the responsibility for, and provide a lead on, the initiation of policy.
 To take personal responsibility, and to be held accountable, for any decisions taken,
and to share with the appropriate service managers responsibility for the
performance of services within their portfolio.
 To take the lead for ensuring that the area for which they are responsible is delivered.
 To act as a sounding board/adviser/critical friend for the Lead Officers in the relevant
areas.
 To meet on a regular basis with the Leader and Deputy Leader of the Council to
monitor progress in each of their areas.
 To report regularly at Council meetings on progress in each of their Priority areas.
 To draw up statements for Council Meetings in consultation with the lead Director
and the Leader of the Council.
 To respond to or deal with any issues arising at Council meetings relating to their
respective roles.
 To play a key role in consultation on, and drawing up of, the revenue and capital
budgets.
 To encourage continuous improvement, taking decisions on resources and priorities
to deliver the strategies and budget approved by the Council promoting and
participating in Councillor Development.
 To provide regular reports on progress and to undertake consultation on decisions as
required.
 To act as an advocate for the Council within the authority and outside.
 To act as spokesperson within and outside the authority on those services and
functions within their portfolio.
 To consult interested parties, ward and parish Councillors and citizens as part of the
development and review of policy.
 To provide support to all Members to help them develop constructive roles as Ward
Councillors.
 To abide by the Six Principles adopted by the Council and set out in the Local Code
of Governance.
 To act upon the Values set out in ‘Our Values.’
 To be responsible for personal development and undergo appropriate development
and continuous improvement for any role undertaken.
Member Champion Additional Responsibilities
 To promote the areas for which they are Champion by involving themselves locally in
relevant issues.
 To act as a sounding board / adviser / critical friend for the Lead Officer in the
relevant areas.
 To be the Council’s public face in relation to each of those areas.
 To be encouraged to report to Council meetings at least once during each municipal
year.
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APPENDIX D
Leader of an Opposition Group – Additional Role and Responsibilities
 To lead an Opposition Group within the Council
 To manage the work of Councillors within that Group
 To manage the overall co-ordination of opposition spokespersons and the business
of the Group
 To shadow and scrutinise the Leader of the Council in their duties.
 To represent the Council on key local partnerships
 To act as the principal spokesperson for an Opposition Group of which he/she is
leader and as a representative of the authority to external bodies and organisations
as appropriate.
 To comment, challenge and review the Council’s administration performance in the
coordination and implementation of its policies and procedures.
 To establish and represent the views of the Group on issues of policy and priority.
 To develop opposition Group policies that are credible and could be implemented by
the Council
 To represent the Group’s views on the Council Committees.
 To champion member development and manage the Group and to ensure the
smooth running of the Group and the personal development of its members.
 To advise the Leader of the Council of the Group’s position on issues relating to
external relationships.
 To represent the Group on relevant formal and informal working groups
 To maintain effective liaison with the Chair of the Overview and Scrutiny Committee
 Where appropriate act as ambassador for the Council
 To participate in the development of corporate strategies and policies e.g. community
strategy, corporate improvement plan
 To abide by the Six Principles adopted by the Council and set out in the Local Code
of Governance.
 To act upon the Values set out in ‘Our Values’.
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